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Sustaining%20Maryland

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SUSTAINING MARYLAND S DUAL TRACK CPS SYSTEM Caren Kaplan, MSW, Senior Consultant National Resource Center for In-Home Services Carnitra White, MSW, Acting Deputy ... – PowerPoint PPT presentation

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Title: Sustaining%20Maryland


1
SustainingMarylands Dual Track CPS System
  • Caren Kaplan, MSW, Senior Consultant
  • National Resource Center for In-Home Services
  • Carnitra White, MSW, Acting Deputy Secretary
  • Maryland Department of Human Resources
  • Alternative Response in CPS Shared
    Responsibility of Safety and Services
  • The Childrens Guild, Inc. Baltimore,
    Maryland
  • September 5, 2014

2
Welcome to the Sustainability Session
  1. What is sustainability?
  2. Why is it relevant to MD Dual-Track CPS System?
  3. What is the plan process for assessing the
    sustainability of MD Dual-Track CPS System
  4. What are specific situations in which
    sustainability is relevant and beneficial to your
    agency??
  5. Discussion and Q A

3
Sustainability Defined
  • No single agreed-upon definition of
    sustainability
  • Most simplistic definition is
  • Sustainability is continuation of program or
    initiative beyond period of initial
    funding/operation.
  • Shift in planning paradigms from fixed-goal
    approaches towards process-based approaches to
    adopt strategies for sustainable development.
  • Sustainability is the capacity to create, test
    and maintain adaptive capability Holling, 2004.

4
  • Sustainability cannot be translated into a
    blueprint or a defined end state from which
    criteria could be derived and unambiguous
    decisions be taken to get there Voss and Kemp,
    2005).
  • Sustainability is a moving target, continuously
    evolving through improved understanding and
    increased knowledge.
  • Additional Thoughts
  • The basic requirement is adaptive flexibility
    which is the ability to address changing
    conditions through a process of continuous
    adaptive learning the possibility to initiate
    new development trajectories (Rammel, 2003).

5
Why Plan for Sustainability?
  • To clarify where you are where you want to go
  • To develop strategies for long-term success and
    benchmarks to measure progress
  • To demonstrate to partners, funders
    stakeholders value of your work
  • To bring new partners on board and energize
    existing relationships sustain momentum

6
Sustainability Planning
  • The process of sitting down to develop specific
    strategies and an action plan to help ensure the
    long-term sustainability of an initiative
  • Includes considering a full range of resources
    and competencies financial, political,
    administrative, managerial needed to meet
    long-term goals
  • Use of Self-Assessment Tool
    facilitates Planning Process

7
Program Drift Factors
  • Fear of Change
  • Investment in Status Quo
  • Inertia
  • Initiative Overload
  • Territoriality/Turf
  • Insufficient Staff Training
  • Fear of Job Displacement or Job Loss
  • Limited Resources
  • Lack of Awareness
  • Unclear lines of Communication
  • Lack of Coherent Policy
  • Competing or Unclear Goals/Expectations
  • Disjointed Org Structure

8
Derailment Factors
  • Lack of Adaptability
  • Lack of Self Awareness
  • Lack of Work/Life Balance
  • Lack of Self Control
  • Lack of Interpersonal Acumen
  • Lack of Independence
  • Lack of Trustworthiness
  • Lack of Strategic Perspective
  • Lack of Backbone
  • Lack of Organizational Acumen
  • Rosales, Alma (March 17, 2008). Derailment
    Factors. IBM Integrated Supply Chain

9
Overview of MD Sustainability Process
  • 9/2014 Distribute Sustainability Plan Timeline
    and Assessment
  • 10/14-11/14 Jurisdictions will participate in a
    Sustainability Webinar
  • Jurisdictions will organize sustainability team
    of both internal and external partners
  • 11/14 Monthly Sustainability Conference Call
    (reoccurring through 4/14)
  • 11/14-12/14 Sustainability Assessment completed
    (6 weeks after participation in webinar)

10
Overview of MD Sustainability Process
  • 1/15 Sustainability Assessments reviewed by SSA
  • Sustainability Site Visits scheduled (review and
    visits will occur starting with Phase I
    jurisdictions)
  • 2/15-4/15 Sustainability Site Visits and
    technical assistance
  • SSA will provide feedback and
    recommendations

11
Self Assessment Tool
  • Diagnostic tool to help you
  • assess progress and rank current status
  • identify strengths and weaknesses
  • determine where to target scarce resources
  • Organized by 13 Components
  • Anchors and Organizes Sustainability Efforts
  • Process for Completing Tool who should be
    involved creating an inclusive, transparent
    process
  • Assessing the Totality

12
Components of Sustainability Self Assessment
  • Goal and Vision
  • Leadership Commitment
  • Community Partners
  • Procedures and Tools
  • Selection
  • Training
  • Coaching
  • Performance Assessment
  • Measures and Data
  • Infrastructure Strength Capacity
  • Service Availability
  • Funding/ Resources
  • Communications and Messaging

13
Content of Sustainability Self Assessment
  • For each of the 13 Components
  • Number of Dimensions are provided for You/Your
    Team to discuss and identify the following
  • Strengths
  • Challenges/Weaknesses
  • What Needs to Happen?
  • Barriers to Getting It Done
  • Resources Needed
  • Overall Score

14
Process for Completing Self Assessment
  • Experiences/lessons learned with Readiness
    Assessment
  • Nimble/expert group Information gleaned is only
    as good as those providing input
  • Consider advance thoughts as to how
    Sustainability Visit will be used
  • Individuals participating in Self-Assessment
    given Tool in advance of group sessionand asked
    to complete before meeting

15
On Site Visit
16
SustainabiltyMarylands Dual Track CPS System
  • The most important process in System Management
    is the Process of Learning.
  • Involving all stakeholders in the process will
    result in a social learning that makes the system
    capable of perceiving and adapting to change and
    evolving its values.
  • Triggering a process of learning with
    participation of stakeholders is recognized as an
    essential strategy for sustainable development
    Bagheri and Hjorth, 2007

17
The Floor is All Yours
18
Next Steps
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